Predictive projects

Initiation

Develop Project charter
- Charter - Formally authorises the project
- Charter - Assigns the authority to the Project Manager
- Input
  - Business Case
  - Project Benefits Management Plan - measures benefit of the output of the project
  - Agreements
- Output
  - Project charter
  - Assumption log
Identify Stakeholders
- Identify stakeholders regularly
- Record relevant information regarding their interests and involvements
- Tools
  - Stakehlder analysis
  - Stakeholder mapping [power Interest grid, Cube, Salience model, Directions of Influence, Prioritisation]
- Outputs
  - Stakeholder register
    - Contact
    - Role
    - Comms requirement
    - Expectations
    - Interest
    - Influence
  - Change requests
  - Project Management plan updates
  - Document updates

Planning

Develop project management plan
- Define, prepare and coordinate all plan components
- Contains baselines and plans
- Output
  - Project Management Plan
    - 4 baselines
    - 14 subsidiary plans
    - Outlines how project is executed, monitored, controlled and closed
Plan Scope Management
- How the project scope will be defined, validated and controlled
- Output
  - Scope management Plan
    - How scope will be defined, developed, monitored, controlled and verified
    - How changes requests to the scope will be processed
  - Requirements management plan
    - How requirements will be analysed, documented and managed
    - Traceability structure
Collect Requirements
- Process of determining, collecting and documenting stakeholder needs and requirements
- Tools
  - Mind mapping
    - Gather ideas through brainstorming (like graph view on Obsidian or Logseq)
  - Affinity diagrams
    - Ideas are sorted and grouped together for further review and analysis
- Outputs
  - Requirements Documentation
    - Stakelholder and business requirements
    - Acceptance criteria
    - Quality requirements
    - Porject objectives
    - Impacts, Compliance
    - Assumptions and constraints
  - Requirements Traceability Matrix
    - Once a requirement is created, a table is created to link it to its original source to help manag changes to project scope
Define Scope
- Develop a detailed description of the product and the project
- Outputs
  - Project Scope statement
    - Detail the project deliverable
Create WBS
- WBS - Work breakdown structure
- Subdividing project deliverables and project work into smaller components
- Tools
  - Decomposition
    - Breaking down project deliverables into smaller components
- Output
  - Scope baseline
    - Project scope statement
    - WBS
      - Each node in WBS has a number used to locate and arrange each node
    - WBS Dictionary
      - Details content of WBS
      - Should include team member assigned, time estimate, cost estimate, account info, work package ID, milestones etc.
Plan Schedule Management
- Output
  - Schedule Management Plan
    - Levels of accuracy
    - Rules of performance measurement
    - Reporting formats
    - Release and iteration length
    - Project schedule model development
Define activities
- Deliverables (Scope statement) → Work Packages (WBS) → Activities
- It provides a basis of estimating, scheduling, execuitng, monitoring and controlling the project work
- Tools
  - Decomposition - Breaking down tasks
  - Rolling wave planning
    - Form of progressive elaboration
    - Near term work packages are able to be defined in larger detail while long term packages may not be - they are created as place holders
    - As time moves along, more details become available
- Output
  - Activity list
  - Activity Attributes
    - Any additional information required to execute the activity list
  - Milestone list - key dates of the project
Sequence activities
- Takes the activity list and arranges it in order they must be performed
- Tools
  - Precedence Diagramming Method (PDM)
    - Graphical representation of everything that needs to be done in order - shows logical relationships as well
  - Dependency determination
    - Mandatory (Hard logic) → A must be completed before B can start
    - Discretionary (Soft logic) → A and B may or may not be performed together or in any order
    - External DependencY - relationship between project and non-project activities, outside project team's control
    - Internal Dependency - Team control the acitvities
  - Lags and Leads
    - Lead is a amount of time a successor activity can be advanced with respect to predecessor. Activity B can start even after 50% of activity A is done
    - Lag directs the delay in successor activity. Activity B can start 2 days after activity A
- Outputs
  - Project schedule network diagrams
Estimate activity durations
- Amount of time each activity will take to complete
- Should be done by people most familiar with the work
- Tools
  - Expert judgement
  - Analogous Estimating (Top-down)
    - Relies on historical info to predict estimates
    - Used when limited info is present
    - Least accuracy but costs less in time and money
    - can be done at the beginning of the planning
  - Bottom-up Estimating
    - Work has to be detailed - work is broken down to lowest levels
    - Highly accurate but takes long to complete
  - Parametric estimation
    - Uses statistical relationship between historical data and other variables
  - Three-point estimate
    - Calculates an expected durationusing a weighted average of 3 - optimistic, Pessimistic, Most Likely [(O + P + 4M)/6]
      
      PERT FORMULA = (O + P + 4M)/6
  - Reserve Analysis
    - Buffer time or contingency reserve added to combat risks
    - Outputs
  - Duration Estiimates - estimates of all activities
  - Basis of Estimates
    - How estimates were developed and their ranges
    - All assumptions and constraints for creating the estimates are mentioned
Develop schedule
- Generate a scheudle model with planned dates
- **Tools **
  - Schedule Network Analysis
    - Critical Path Method
    - Critical Chain Method
    - What if analysis OR Monte Carlo Simulations
    - Resource optimisation
  - Resource optimizer Techniques (Resource Levelling)
    - Method to flatten the schedule when resources are over-allocated
  - Schedule compression
    - Crashing (Adding resources)
      - Always adds cost, may add additional risk
    - Fast tracking (Activities in parallel)
      - May increase risk, may or may not add cost
  - PMIS - Project Management Information System
  - Agile Release planning - break into smaller iterations
- Outputs
  - Project Schedule (Each activity start and end date)
    - Project network diagrams
    - Milestone chart
    - Bar chart or Gantt chart
  - Schedule baseline
  - Schedule data
  - Project Calendars
Plan Cost management
- Defines how the project costs will be estimated, budgeted, managed, controlled and monitored
- Provides guidance and direction on how project costs will be managed throughout the project
- Value Engineering
  - Finding less costly way of doing work
  - Look to achieve a goal in the least costly way
- Output
  - Cost management plan
    - How costs will be planned, structured and controlled
    - Units of measure
    - Level of accuracy
    - Reporting formats
    - Control thresholds
Estimate Costs
- Assign cost to individual activities
- Develop an approximation of the cost of resources to compleet the project
- Accuracy increases with project progression
- Definitive estimates = -5% to +10%
- Budget estimates = -10% to 25%
- Rough order of magnitude = -25% to 75%
- Tools
  - Expert judgement
  - Reserve Analysis
  - Cost of quality
    - Failure
    - Success
- Output
  - Cost Estimates - cost of each activity
  - Basis of estimates
    - Range of possible estimates
    - Confidence level of estimates
    - How estimates were developed and by whom
Determine Budget
- Tools
  - Cost aggregation
  - Contingency reserves
    - Managed by Project Manager
    - For nown/unknown risks
  - Management Reserves
    - Management owned
    - for unknown/known risks
  - Funding limit reconciliations
    - Current run rate vs what was planned over the cycle of the project
  - Financing
    - Acquire money from external resource
  - Historical Information review
    - Parametric or analgous estimates based off historical projects
- Output
  - Cost baseline
    - Cost of all activities
    - Typically displayed in a S-curve graph
    - Represents Project cost, including contingency reserves
      
      Project budget = Cost Baseline +Management Reserves
  - Project fundign requirements
    - What gets funded when and by how much
Plan Quality management
- Identifying quality requirements
- Documenting how the project will demonstrate complaince with quality requirements and/or standards
- Guidance and directions on how quality will be managed and verified throughout the project
- What quality specs are and how will they be met
- Tools
  - Cost benefit analysis
  - Cost of quality
  - Test and Inspection planning
  - Matrix Diagram - Relationship between two or more groups between the projects
  - Mind mapping - Visually organise data
  - Flowcharts - Graphical representation of the processes
- Output
  - Quality management plan
    - Quality standards
    - Quality control
    - Quality tools
  - Quality Metrics
    - Specs on how quality will be measured
Plan Resource management
- How to estimate, acquire, manage and use team and physical resources
- Tools
  - Organisation charts
    - Hierarchical charts
    - Matrix based charts (eg. RACI)
    - Text oriented format
  - Organisational Theory
- Output
  - Resource management plan
    - Will guide the remaining 5 resource management plans
    - Contains roles and responsibilities, org chart and project team resource management
  - Team Charter
    - Outlines acceptable behaviour in the project
    - General rules of conduct, decision making and one-on-one comms
Estimate activity resources
- Look ta each activity and their resource requirements - not just people but also other physical and non-physical resources
- Output
  - Resource requirements
    - Number and type of resources needed for each activity
  - Resource breakdown structure
    - Hierarchical breakdown of resources by their categories and types
  - Basis of Estimates
    - How estimates were created
Plan Communications Management
- Approach and plan for project communication activities
- Based on information needs of the stakeholders
- Tools
  - Expert Judgement
  - Communication requirement analysis
    - Analyzing the comms needs of the stakeholders
      
      Comms channels = n{n-1}/2
  - Comms Technology
  - Comms Methods
  - Comms Models
    - Output
  - Comms Management plan
    - Who should receive comms
    - What comms to be received
    - Who will send it
    - How will it be sent
    - How often will it be sent
Plan Risk Management
- Risk is only probable; Can be positive or negative
- Conduct risk management planning, identification, analysis, response planning, implementation and monitoring risk on the project
- Output
  - Risk Management Plan
    - How risk will be categorised
    - How analysis will be completed
    - How risk responses will be implemented
    - How risk will be monitored
    - How ongoing risk management activities will happen throughout the project
Identify Risks
- Idenitify individual project risks as well as sources of overall project risks
- Document in risk register and risk report
- Identify both positive and negative risks
- Tools
  - Prompt list - predetermined list of risk categories
- Output
  - Risk Register - usually Project manager deals with it
    - List of all identified risks
    - list of potential responses
  - Risk report - Usually the org deals with this
    - Sources of overall project risks and summary info on identified individual risks
Perform Qualitative Risk analysis
- Prioritise individual risk by assessing their probablility of occurence and impact
- Create a ranking
- Done throughout the project
- Tools
  - Risk Probablility and Impact assessment
  - Risk data quality assessment
  - Risk Categorisation (Grouped by root cause)
  - Risk bubble chart
  - Risk Impact matrix
- Output
  - Risk register
    - Ranking of the risks
  - Risk Report
Perform Quantitaitve Risk analysis
- Numerically analysing the effect of individual project risk on overall project deliverables
- Requires specific risk software and knowledge in development and interpretation of risk models
- Tools
  - Respresentation of uncertainity
    - Triangular or beta distributions
    - Probability distributions
  - Sensitivity analysis
    - Tornado chart
    - Decision Tree Analysis (Make or buy analysis as an example)
- Output
  - Risk Register
    - Values to each risk
Plan Risk responses
- Developing options, selecting strategies on ways to address risk on the project
- Tools
  - Strategies for negative risks [$]
    - Escalate
    - Avoid
    - Transfer
    - Mitigate
    - Accept
  - Strategies for positive risks [$]
    - Escalate
    - Exploit
    - Share
    - Enhance
    - Accept
  - Contingent Response strategies
    - May understake certain risk events
- Outputs
  - Risk Register
    - Risk responses
Plan Procurement Management
- Determine whether to obtain goods and services from outside the project
- Tools
  - Source Selection Analysis
- Outputs
  - Procurement Management Plan
    - Outlines activities to be taken during procurement processes
  - Procurement Strategy
    - Type of contracts to use
  - Bid documents
    - Used to solicit proposals
  - Procurement Statement of work
    - Developed from the scope baseline, lists the needs of the buyer
  - Source Selection criteria
  - make or buy decisions
  - Independent cost estimates
  - Change requests
Plan Stakeholder Engagement
- methods to involve stakeholders
- Centered on their needs, expectations, interests and potential impact
- Tools
  - Stakeholder engagement assessment matrix
    - 5 levels of engagement
      - Unaware
      - Resistant
      - Neutral
      - Supportive
      - Leading
- Output
  - Stakeholder management plan (works with communication management plan)
    - How will we keep them engaged
    - Communication needed to keep them engaged

Executing

Direct and Manage project work
- This is an integration process that encompasses all the processes in this section (execution)
- Performing the work defined in the project management plan
- Output
  - Deliverables - any product, service or result required to complete the project
  - Work Performance Data
    - Information on status of deliverables
    - Is it tracking +/- against the baseline
  - Issue Log
    - Record of all problems encountered on the project
  - Change Request
Manage project Knowledge
- Update existing knowledge and create new knowledge
- Knowledge created is either Explicit or Tacit
  - Explicit - can be formally documented and shared (Data, Document, Records)
  - Tacit - exists inside heads of the employees (Experience, Thinking)
- Tools
  - Knowledge Management
    - Sharing of knowledge between stakeholders of the project
  - Information Management
    - Collection, Storage, dissemination, archiving and destruction of information
- Output
  - Lesson Learned Register
    - Gathered throughout the project and not just at the end
Manage Quality
- Quality Assurance
- Translating the quality management plan into executable quality activities
- Tools
  - Affinity Diagrams
  - Matrix Diagrams
  - Cause and Effect DIagrams
    - Ishikawa or Fishbone Diagrams
    - Tells the main causes of defects
  - Flowcharts
  - Histograms
    - Pareto Chart/Diagram - Uses Pareto priniciple of 80/20 - 80% of project problems or defects come from 20% of causes
  - Scatter Diagram
  - Quality Audits
    - Idenitfy all best practices are being used
  - Design for X
    - Used by engineers in order to design a particular aspect of a product
  - Problem Solving
  - Quality Improvement Methods
- Output
  - Quality Reports
    - Information about quality issues on the project
    - Recommendations on how to improve the processes being used
  - Test and Evaluation Documents
    - Checklist to be used when checking the deliverable quality
Acquire Resources
- Getting staff and physical resources needed
- Done continuously through the project
- Both internal and external resources
- Tools
  - Decision Making
    - Multi-criteria decision analysis (Multiple criterias are used for decision making)
  - Pre-assignment
    - Team members are selected in advance of the project
  - Virtual Teams
- Outputs
  - Physical resource assignments
    - How to allocate physical resources on the project
  - Project Team Assignments
    - Assign the team to their roles and responsibilities
  - Resource Calendar
    - Shows availability of the resources
Develop Team
- Improving team abilities, team communication and atmosphere
- Tuckman's Ladder (Five Stages)
  - Forming - people getting to know each other
  - Storming - Speaking about issues on project
  - Norming - Coming to solution about issues
  - Perfroming - Doing work
  - Adjourning - Team released
- Tools
  - Co-location
    - Moving entire team into one physical location (War room)
  - Comms Technology
  - Individual and Team Assessments
    - Individual strengths and weaknesses
    - How does team make decisions, resolve conflicts
  - Recognition and rewards
    - Maslow's hierarchy of needs
      - Physiological
      - Safety
      - Social
      - Esteem
      - Self-actualisation
    - Herzberg's theory of motivation
      - Hygeine agents are expected and can lead to demotivation if not present
      - Motivating agents provide opportunity to advance and excel
    - McGregor's theory of X and Y
      - Theory X is bad - People need to be watched all the time, micromanaged etc
      - Theory Y is good - people are self-motivated
    - Theory Z
      - Well being of the employees, bith at work and outside, encourages steady employment
    - Expectancy theory
      - People behave based on what they expect as a result of their behaviour
    - McClelland 3 need theory (People are motivated by following 3 things)
      - Achievement
      - Power
      - Affiliation
    - Forms of power
      - Reward power - ability to give rewards
      - Expert Power - SME
      - Legitimate - Formal power
      - Referent - Respect / Personality of the manager
      - Punishment
        
        Punish associates when they fail
- Outputs
  - Team Performance Assessments
Oscar model - A situational leadership model about coaching or leadership styles to support individuals
- Outcome
- Situation
- Choices/Consequences
- Actions
- Review
Drexler Sibbet Team Model
- Team performance model with 7 steps
  - Step 1 - orientation - Why?
  - Step 2 - Trust building - Who?
  - Step 3 Goal clarification - What?
  - Step 4 - Commitment - how, define the plan
  - Step 5 - Implementation - start working
  - Step 6 - High performance - Reach a high level
  - Step 7 - Renewal - Working through changes
- Step 1 to 4 is about creating the team. Step 5 to 7 is about sustainability and performance
Manage Team
- Tools
  - Interpersonal and Team Skills
    - Conflict Management
      - Problem solving
      - Forcing - Win-Lose
      - Compromising - Lose-Lose
      - Smoothing - Lose-Lose
      - Withdrawal - Yield-Lose
    - Steps to follow
      - Define the cause of the problem
      - Analyze the problem
      - Idenitfy solutions
      - Implement the selected solution
      - Review the solution
      - Confirm that probelm is solved
- Outputs
Manage Communications
- Output
  - Project communication
Implement Risk Responses
- Execute risk response plans when risk happens
- Maximise project opportunities and minimise threats
Conduct Procurements
- Process of obtaining a seller response, selecting a seller and awarding a contract
- Output
  - Select a vendor
Manage Stakeholder Engagement
- Communicating and working with stakeholders to meet their needs and expectations

Monitoring and Controlling

Monitor and Control Project work
- Inetgration process hence encompasses all processes in this phase within it
- Process of tracking, reviewing and recording the progress according to Project management plan
- Takes all the work performance information and creates a Work performance report
- Output
  - Change Request
  - Work performance reports
    - Status of deliverables
Perform integrated change control
- Review all change requests; approving changes and managing changes to deliverables, project documents and project management plan
- Communicating the decisions
- Change control board (CCB)
  - Group responsible for reviewing, evaluating, deferring, approving or rejecting changes to a project and for recording and communicating such decisions
  - Change identified → Change submitted to the PM → Change assessed by the PM, alternate options assessed, Impact measured → Change submitted to CCB → Result communicated → Project management plan adjusted
- Tools
  - Change Control Tools
    - To manage change requests, status and resulting decisions
    - Update stakeholders with current information
- Outputs
  - Approved change requests
  - Change Log
Validate scope
- Last process in this phase
- It's input is a verified deliverable → which is an output of control quality process
- This process is all about formalizing acceptance of completed project deliverables
- Tools
  - Inspection
    - Product review, audit or walkthrough
- Outputs
  - Accepted deliverables
  - Change requests
  - Work performance information
Control scope
- Process of monitoring the status of the project and product scope and managing changes to the scope baseline
- Scope creep needs to be identified
- Tools
  - Variance Analysis - Determining whether work performed has a degree of variance as it relates to the scope baseline
- Output
  - Work performance information
    - Planned vs Actual performance
Control Schedule
- Process of monitoring the status of the project and product schedule and managing changes to the schedule baseline
- Tools
  - Earned Value Management
  - What-if scenarios
- Outputs
  - Work performance Information
Control costs
- Process of monitoring the status of the project cost and managing changes to the cost baseline
- Tools
  - Trend Analysis
  - Reserve Analysis
  - Earned Value Management
- Outputs
  - Costs forecasts
  - Work performance Information
Control quality
- assess performance and ensure that the project outputs are complete, correct and meet the customer requirements
- Tools
  - Inspection
    - Checklists
    - Check sheets
    - Statistical sampling
    - Questionnaires and surveys
  - Testing and Evaluations
  - Cuase and effect diagrams
  - Scatter diagrams
  - Control charts
    - Will tell if a process is in control
    - Idenitfy "rule of seven" - if seven points show same tendency, then the process might be biased on one side and action can be taken - Usually in manufacturing
  - Histogram
- Outputs
  - Quality control Measurements
  - Verified deliverables
Control resources
- How to correctly manage the physical resources
- This process does not look at HR resources
Monitor communications
- Ensuring the communications are meeting stakeholder requirements
Monitor risks
- monitoring the implementation of risk response plans
Control procurements
- Process of managing vendor relationships, monitoring contract performance and making changes and corrections as appropriate
- Tools
  - Claims Administration
    - How disputed changes can be settled when the buyer and the seller cannot reach a understanding
    - Negotiation is the preferred method
  - Outputs
    - Closed procurements
      - Buyer provides the seller with formal written notice that project is completed
Monitor Stakeholder Engagement
- Monitoring stakeholder relationships and engagements

Closing

Close project or phase
- Officially closes the project
- Finalises all activities
- Making sure that all documents and deliverables are up-to-date and issues are resolved
- Confirming the delivery and the formal accpetance of deliverables by the customer
- CLosing project accounts
- Reassigning personnel
- Confirming the formal acceptance of the seller's work and finalising open claims
- Audit project success or failure
- Identify lessons learned, arcihve project information for future use by the organisation
- Transfer the project's products, services or results to the next phase or to production or operations
- Investigate and document the reasons for actions taken if the project is terminated before completion
- Outputs
  - Final product, service or deliverable
  - FInal report
    - Summary of the project
    - Success or failure verdict
    - variations from the baseline